[조직행동론]Nordstorm case

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Nordstorm의 케이스를 통하여 조직행동론의

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Nordstrom, Inc., based in Seattle, Washington, is a fashion specialty retailer that operates sixty-one full-time stores in fourteen states. In 1996, sales were more than $4 billion. The company has been named by Hispanic magazine as one of the best workplaces for Hispanics. Nordstrom demonstrates its concern with diversity in its catalogs, not just in terms of age, but also in terms of race and disabilities. Since 1989, Nordstrom has had a Supplier Diversity Program that purchases goods and service from women- and minority-owned businesses. In 1994, Nordstrom introduced The Nordstrom Partnership, a set of guidelines for its foreign and domestic partners. The guidelines focus on five areas: legal requirements, health and safety standards, employment practices, environmental standards, and documentation and inspection. For example, the guidelines prohibit the use of child or forced labor to produce goods for Nordstrom. Labor Secretary Reich praised Nordstrom for its efforts to prevent abusive working conditions by its partners.
Throughout the industry, Nordstrom is well known for its superb customer service. The level of customer service and amount of sales per square foot represent the most valuable measures of success in a retail environment. Nordstrom is consistently a leader in the retail industry in both categories. The Nordstrom corporate philosophy places the responsibility for achieving this superiority in the hands of the people who deal with Nordstrom customers daily-the sales force. Because the company`s prosperity depends on the efficacy of its sales associates, their motivation is crucial. Nordstrom explicitly defines its job expectations for employees and corresponding rewards in the form of promotion, salary increases, liberal merchandise discounts, and other benefits